CPM - Reengineering A Business Process - Analysis
CPM - Reengineering A Business Process - Analysis
Reengineering:
Enumerate Major
Processes
Key to identify the number of processes : the level of
process
Most of the companies that have identified their
processes in the context of reengineering have
enumerated
between 10 & 20
Incremental
Radical process
improvement
change
Narrowly-defined
Low rewards and risk
of failure
Broadly-defined
Improving handoffs
between functions
Great possibility of
innovation
Should be broken
down into its
subprocesses
Where do
subprocesses
begin&end?
2. Identifying Enablers of
Change
Assess IT
enablers of
reengineering
Assess
organizational
& HR enablers
of
reengineering
Determine
which
constraints
will be
accepted
Assess IT Enablers of
Reengineering
IT as
enabler
New
Process
Design
IT as
implementer
Opportunities
Modeling Tools
Constraints
System&Informati
on Engineering
Determine Which
Constraints Will Be Accepted
The analysis of constraints tailors the process to a systems
Reduce
processing costs
for customer
orders by 60%
over three years
Reduce new
drug
development
cycle time by
50% in three
years
Caution:
a. Use highly iterative fashion in execution
b. Do not use rigid partitioning of the activities
c. Must manage the benefit of reengineering over time
d. Carefully monitor key behaviors, process operational
performance, and key financial indicators
CONCLUSION
1.
2.
THE END